reframing A in MBA
A stands forADMINISTRATION
We are not living inthe beginning of the       20th century           anymore
Everything changes
Change will happen anytime, however the          questions are:what’s the change pace?what’s needed to adapt?
A short history of  management &     organisation
?
What will be after postmodernism?
A short history of    management       education
Where are entrance  exams still used?
Which exams?
Which exams?
The meaning of A              =     Algorithms
‘The opposible mind’ by Roger Martin
We already passed postmodernism!     What’s next?
MATURISM  neo   post
What do the following peoplehave in common?
Scan   Focus       Act               Pattern language by MGTaylor
Design thinking                  ‘Change by design‘ by Tim Brown
‘The opposible mind’ by Roger Martin
Day     Month   Year                                                                                                      ...
They are looking for           heuristics
‘The opposible mind’ by Roger Martin
Would you replace     A in MBA by  H of heuristics?
To find heuristicsyou need to keep your eyes open !
And work hard tocreate added value at the same time!
Cheap design
lean prototyping
This seems like a           paradoxDesigners work withparadoxes every day
And adoptedAMBIDEXTERITY
H of heuristicsis replaced by A ofAMBIDEXTERITY
We were discussing MBA’s   we reframe A of ADMINISTRATION          into A of  AMBIDEXTERITY
MASTEROFBUSINESSAMBIDEXTERITY
Because:               innovation                      and                efficiency    are the standard in business
Product Introduction ModelConcept/             Product      Alpha/Beta      Launch/1stBus. Plan             Dev.          ...
because purpose     should be at theheart of business and       it start ‘s with                  why?
...discover better options...
Frits Oukes                                                          frits.oukes@redmerito.nl                             ...
Reframing A in MBA
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Reframing A in MBA

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This is a draft for all stakeholders in business education, executives, deans, professors, Phd's and lecturers.
This draft needs refinement so every feedback is appreciated. This story provides the essence of 'innovation&efficiency' in a book we are preparing about business development, innovation efficiency, leadership and organisational development.
The first feedback was from Roger Martin writer of both 'The opposible mind'(2007) and 'The design of business' (2009)

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  • Very provocative! I'm also interrogating the MBA - see http://tinyurl.com/NewThinkingBizSchools. I ask two questions, (1) Have business schools failed us? and (2) What can the arts offer business education and business operations?
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Reframing A in MBA

  1. 1. reframing A in MBA
  2. 2. A stands forADMINISTRATION
  3. 3. We are not living inthe beginning of the 20th century anymore
  4. 4. Everything changes
  5. 5. Change will happen anytime, however the questions are:what’s the change pace?what’s needed to adapt?
  6. 6. A short history of management & organisation
  7. 7. ?
  8. 8. What will be after postmodernism?
  9. 9. A short history of management education
  10. 10. Where are entrance exams still used?
  11. 11. Which exams?
  12. 12. Which exams?
  13. 13. The meaning of A = Algorithms
  14. 14. ‘The opposible mind’ by Roger Martin
  15. 15. We already passed postmodernism! What’s next?
  16. 16. MATURISM neo post
  17. 17. What do the following peoplehave in common?
  18. 18. Scan Focus Act Pattern language by MGTaylor
  19. 19. Design thinking ‘Change by design‘ by Tim Brown
  20. 20. ‘The opposible mind’ by Roger Martin
  21. 21. Day Month Year No.Who are our Key Partners? What Key Activities do our Value Propositions require? What value do we deliver to the customer? What type of relationship does each of our Customer For whom are we creating value?Who are our key suppliers? Our Distribution Channels? Which one of our customer’s problems are we helping to solve? Segments expect us to establish and maintain with them? Who are our most important customers?Which Key Resources are we acquiring from partners? Customer Relationships? What bundles of products and services are we offering to each Customer Segment? Which ones have we established?Which Key Activities do partners perform? Revenue streams? Which customer needs are we satisfying? How are they integrated with the rest of our business model? How costly are they? What Key Resources do our Value Propositions require? Through which Channels do our Customer Segments Our Distribution Channels? Customer Relationships? want to be reached? Revenue Streams? How are we reaching them now? How are our Channels integrated? Which ones work best? Which ones are most cost-efficient? How are we integrating them with customer routines?What are the most important costs inherent in our business model? For what value are our customers really willing to pay?Which Key Resources are most expensive? For what do they currently pay?Which Key Activities are most expensive? How are they currently paying? How would they prefer to pay? How much does each Revenue Stream contribute to overall revenues? This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
  22. 22. They are looking for heuristics
  23. 23. ‘The opposible mind’ by Roger Martin
  24. 24. Would you replace A in MBA by H of heuristics?
  25. 25. To find heuristicsyou need to keep your eyes open !
  26. 26. And work hard tocreate added value at the same time!
  27. 27. Cheap design
  28. 28. lean prototyping
  29. 29. This seems like a paradoxDesigners work withparadoxes every day
  30. 30. And adoptedAMBIDEXTERITY
  31. 31. H of heuristicsis replaced by A ofAMBIDEXTERITY
  32. 32. We were discussing MBA’s we reframe A of ADMINISTRATION into A of AMBIDEXTERITY
  33. 33. MASTEROFBUSINESSAMBIDEXTERITY
  34. 34. Because: innovation and efficiency are the standard in business
  35. 35. Product Introduction ModelConcept/ Product Alpha/Beta Launch/1stBus. Plan Dev. Test Ship Customer Development Customer Customer Customer Company Discovery Validation Creation Building Pivot
  36. 36. because purpose should be at theheart of business and it start ‘s with why?
  37. 37. ...discover better options...
  38. 38. Frits Oukes frits.oukes@redmerito.nl nl.linkedin.com/in/fritsoukes @FritsOukes #patterns #leanproto +31 6 29 576 884Inspired by the work of Cees Zwart, Manfred Kets de Vries, Rupert Sheldrake, Peter Block, Marcel Wanrooij, Eric Berne, Frank Oomkes,Gareth Morgan, Everett Rogers, Stewart R. Clegg, Peter Drucker, Peter Senge, Leon de Caluwe, Bob de Wit, Astrid Schreyogg, RolfMulder, Peter Scott, Peter Checkland, Kenwyn Smith, Larry Hirschhorn Joe Pine, Joop Swieringa, Matt Taylor. Daniel Kahneman, DonaldA. Schon, Edgar H. Schein, Goos Geursen, Barbara B. Bunker & Billie T. Alban, Andre Wierdsma, C.K. Prahalad, Henry Chesbrough,Venkat Ramaswamy, James Surowiecki, John P. Kotter, Dee Hock, Charles LeadBeater, Mark H. Moore, Emmanuel Gobillot, Manfredvan Doorn, Tim Brown, Tom Kelley, Roger Martin, Carol S. Dweck, Alexander Osterwalder, Dan Roam, David Sibbbet, Steve Blank andBrant Cooper and Will McWiney

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